本研究試圖探討「工作時間裡必要參加的工作相關訓練課程」與「非工作時間裡與工作相關的自願學習活動」的受訓者反應，對工作績效與離職傾向的影響，並進一步探討不同的受訓者反應是否會經由內部知覺利益影響工作績效或離職傾向。此外本研究也試圖探討，工作投入與工作支持是否能夠調節員工參加訓練或學習活動之後的反應與內部知覺利益之間的關聯。
本研究問卷分為A、B兩式問卷，總計共發放了115組問卷，最後有效樣本有75組共272筆資料，有效樣本回收率為65.2%。透過層級迴歸分析對本研究所提出之假設進行驗證，實證結果如下：
(一) 員工的工作績效與離職傾向會受到不同的訓練與學習活動的不同反應，而有不一樣的影響程度。
(二) 員工接受不同的訓練與學習活動之後的反應所感知到的內部利益，兩者的差異並不大。
(三) 員工所感知到的內部利益程度越高時，則員工的工作績效會提高。
(四) 員工所感知到的內部利益程度越高時，則員工的離職傾向會降低。
(五) 內部知覺利益在不同的訓練與學習活動之反應與工作績效、以及離職傾向之間，分別有不同的中介效果。
(六) 工作投入在不同的訓練與學習活動之反應與內部知覺利益之間，皆具有正向調節效果。
本研究是首篇探討兩種不同訓練與學習活動之受訓反應，透過內部知覺利益之中介效果，進而影響員工工作績效與離職傾向之實證研究。再者，本研究提供工作投入與工作支持作為調節變數有更深入的認知，作為後續研究之參考。

This study examined the mediating role of intrinsic benefits on the relationship between trainee reactions and job performance or turnover intention among employees participated in two types of training and learning activities, and also investigated how the moderators, job involvement and job supports, influence separately between two types of training and learning activities and intrinsic benefits. Data are collected from 272 employees of different organizations in Taiwan. Findings from a cross-sectional survey show that job performance and turnover intention are influenced by different trainee reactions of these two types of training and learning activities. Intrinsic benefits could respectively partially or fully mediate the effect of trainee reactions on job performance and turnover intention. Higher degree of job involvement has positive moderating effect between trainee reactions of two types of activities and intrinsic benefits. Implication for new ideas in practice and directions for future research are discussed.

Abelson, M. A. (1987). Examination of avoidable and unavoidable turnover. Journal of Applied Psychology, 72(3), 382.
Allen, D. G. (2003). The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process. Journal of Management, 29(1), 99-118. doi: 10.1177/014920630302900107
Alliger, G. M., Tannenbaum, S. I., Bennett, W., Traver, H., & Shotland, A. (1997). A meta‐analysis of the relations among training criteria. Personnel Psychology, 50(2), 341-358.
Ardts, J. C., van der Velde, M. E., & Maurer, T. J. (2010). The influence of perceived characteristics of management development programs on employee outcomes. Human Resource Development Quarterly, 21(4), 411-434.
Aselage, J., & Eisenberger, R. (2003). Perceived organizational support and psychological contracts: A theoretical integration. Journal of Organizational Behavior, 24(5), 491-509.
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the academy of marketing science, 16(1), 74-94.
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of management journal, 39(4), 779-801. doi: 10.2307/256712
Benson, G. S. (2006). Employee development, commitment and intention to turnover: a test of ‘employability’policies in action. Human Resource Management Journal, 16(2), 173-192.
Birdi, K., Allan, C., & Warr, P. (1997). Correlates and perceived outcomes of 4 types of employee development activity. Journal of Applied Psychology, 82(6), 845.
Colquitt, J. A., LePine, J. A., & Noe, R. A. (2000). Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research. Journal of Applied Psychology, 85(5), 678.
Dysvik, A., Kuvaas, B., & Buch, R. (2010). Trainee programme reactions and work performance: the moderating role of intrinsic motivation. Human Resource Development International, 13(4), 409-423. doi: 10.1080/13678868.2010.501962
Edgar, F., & Geare, A. (2005). HRM practice and employee attitudes: different measures–different results. Personnel Review, 34(5), 534-549.
Eisenberger, R., Karagonlar, G., Stinglhamber, F., Neves, P., Becker, T. E., Gonzalez-Morales, M. G., & Steiger-Mueller, M. (2010). Leader–member exchange and affective organizational commitment: The contribution of supervisor's organizational embodiment. Journal of Applied Psychology, 95(6), 1085.
George, J. M., & Jones, G. R. (1997). Organizational spontaneity in context. Human Performance, 10(2), 153-170.
Hemdi, M. A., & Nasurdin, A. M. (2006). Predicting turnover intentions of hotel employees: The influence of employee development human resource management practices and trust in organization. Gadjah Mada International Journal of Business, 8(1).
Herzberg, F. I. (1966). Work and the nature of man.
Hurtz, G. M., & Williams, K. J. (2009). Attitudinal and motivational antecedents of participation in voluntary employee development activities. Journal of Applied Psychology, 94(3), 635.
Jacobs, R., & Washington, C. (2003). Employee development and organizational performance: a review of literature and directions for future research. Human Resource Development International, 6(3), 343-354.
Kane, V. E. (1986). Process capability indices. Journal of Quality Technology, 18(1), 41-52.
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations.
Kirkpatrick, D. L. (1996). Techniques for evaluating training programs. Classic writings on instructional technology, 1(192), 119.
Kraiger, K., Ford, J. K., & Salas, E. (1993). Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation. Journal of Applied Psychology, 78(2), 311.
Kuvaas, B. (2008). An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes. Journal of Management Studies, 45(1), 1-25. doi: 10.1111/j.1467-6486.2007.00710.x
Lee, C., Liu, J., Rousseau, D. M., Hui, C., & Chen, Z. X. (2011). Inducements, contributions, and fulfillment in new employee psychological contracts. Human Resource Management, 50(2), 201-226.
Lee, C. H., & Bruvold, N. T. (2003). Creating value for employees: investment in employee development. The International Journal of Human Resource Management, 14(6), 981-1000.
Liu, L., Grandon, E. E., & Ash, S. R. (2009). Trainee reactions and task performance: a study of open training in object-oriented systems development. Information Systems & e-Business Management, 7(1), 21-37. doi: 10.1007/s10257-007-0049-x
Lodahl, T. M., & Kejnar, M. (1965). The definition and measurement of job involvement. Journal of Applied Psychology, 49(1), 24.
Maurer, T. J., & Tarulli, B. A. (1994). Investigation of perceived environment, perceived outcome, and person variables in relationship to voluntary development activity by employees. Journal of Applied Psychology, 79(1), 3.
Maurer, T. J., Weiss, E. M., & Barbeite, F. G. (2003). A model of involvement in work-related learning and development activity: The effects of individual, situational, motivational, and age variables. Journal of Applied Psychology, 88(4), 707-724. doi: 10.1037/0021-9010.88.4.707
Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of management journal, 44(6), 1102-1121.
Mobley, W. H. (1977). Intermediate Linkages in the Relationship Between Job Satisfaction and Employee Turnover. Journal of Applied Psychology, 62(2), 237-240.
Nadler, L. (1970). Developing Human Resources.
Noe, R. A. (1986). Trainees' attributes and attitudes: Neglected influences on training effectiveness. Academy of management review, 11(4), 736-749.
Noe, R. A. (2002). Employee training and development: McGraw-Hill/Irwin Boston.
Noe, R. A., & Wilk, S. L. (1993). Investigation of the factors that influence employees' participation in development activities. Journal of Applied Psychology, 78(2), 291.
Noe, R. A., Wilk, S. L., Mullen, E. J., & Wanek, J. E. (1997). Employee Development: Issues in Construct Definition and Investigation ofAntecedents. Improving Training Effectiveness in WorkOrganizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout (Mahwah, NJ: Lawrence Erlbaum, 1997), 153-189.
Nordhaug, O. (1989). Reward functions of personnel training. Human Relations, 42(5), 373-388.
Pajo, K., Coetzer, A., & Guenole, N. (2010). Formal Development Opportunities and Withdrawal Behaviors by Employees in Small and Medium‐Sized Enterprises. Journal of Small Business Management, 48(3), 281-301.
Rousseau, D. M. (2005). I-deals: Idiosyncratic deals employees bargain for themselves: ME Sharpe.
Rusbult, C. E., & Farrell, D. (1983). A longitudinal test of the investment model: The impact on job satisfaction, job commitment, and turnover of variations in rewards, costs, alternatives, and investments. Journal of Applied Psychology, 68(3), 429.
Rusbult, C. E., Farrell, D., Rogers, G., & Mainous, A. G. (1988). Impact of exchange variables on exit, voice, loyalty, and neglect: An integrative model of responses to declining job satisfaction. Academy of management journal, 31(3), 599-627.
Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219.
Shaw, J. D., Delery, J. E., Jenkins, G. D., & Gupta, N. (1998). An organization-level analysis of voluntary and involuntary turnover. Academy of management journal, 41(5), 511-525.
Swanson, R. A., & Holton, E. F. (2005). Research in Organizations: Foundations and Methods in Inquiry: Berrett-Koehler Publishers.
Tracey, J. B., Hinkin, T. R., Tannenbaum, S., & Mathieu, J. E. (2001). The influence of individual characteristics and the work environment on varying levels of training outcomes. Human Resource Development Quarterly, 12(1), 5-23.
Walumbwa, F. O., Cropanzano, R., & Hartnell, C. A. (2009). Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader-member exchange. Journal of Organizational Behavior, 30(8), 1103-1126. doi: 10.1002/job.611
Warr, P., & Bunce, D. (1995). Trainee characteristics and the outcomes of open learning. Personnel Psychology, 48(2), 347-375.
Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: a resource-based perspective. International Journal of Human Resource Management, 5(2), 301-326.
Yang, B., Watkins, K. E., & Marsick, V. J. (2004). The construct of the learning organization: Dimensions, measurement, and validation. Human Resource Development Quarterly, 15(1), 31-55.